Fiscal 2013-2015 Medium-Term Business Plan · Fiscal 2013-2015 Medium-Term Business Plan ... power consumption and cost ... Made capital injection into a maker of large-

Kobe Steel Group Vision 「KOBELCO VISION “ G ”」

－ Rebuilding the Business Foundation for Stability and Growth －

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Fiscal 2013-2015 Medium-Term Business Plan

May 29, 2013

KOBELCO VISION “ G ”

―CONTENTS―

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‣ Framework for the Kobe Steel Group ‣ Business Conditions and Financial position of FY2010-2012 ‣ - Rebuilding the Business Foundation - <FY2013-2015 Medium-Term Business Plan> ‣ Laying the Foundation for Stable Profits and Business Growth ‣ Our Dividend Policy


Framework for the Kobe Steel Group

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Has a presence in the global market

Maintains a stable profit structure and a strong financial foundation

Prospers together with its shareholders, business partners, employees and society

Integrat ing the knowledge and technolog ies of d iverse bus inesses

in mater ia l s and machinery, Kobe Stee l a ims to become

a corporate group that :


［Release at April 14,2010］

Concern over the European fiscal and financial crisis

Appreciation of the yen and continuation of the extremely strong yen

Slowdown in growth in China economy

Concern over power shortage

Worsening relationship between Japan and China

Business conditions

Economic progress and rise of

capabilities in emerging countries, such as China

Gradual recovery of the U.S. and European economies after the Lehman shock

Move to bolster natural environment protection and a low-carbon society with energy saving needs due to soaring resource prices

Appreciation of the yen with the dollar in the 90-yen range

FY2010 Business conditions assumed

when formulating KOBELCO VISION “G”

4 KOBELCO VISION “ G ”

Natural disasters

～FY2012 Changing business conditions

Great East Japan Earthquake Flood in Thailand, etc.

Growth of U.S. economy, demand for shale gas

Continuation of the growth in emerging nations

Concern over financial institutions in Europe

Problem of over-capacity and environment in China

Elevated resource prices Correction of the extremely

strong yen → Increases in the prices of imported goods

Power shortage, increases in power consumption and cost

Consumption tax increase (consumer slump) ⇔Pulling out of deflation(?)

FY2013～ Business conditions

assumed from now on

Financial Performance in FY2010-2012


◆Ordinary income (100 million yen) and D/E ratio (times)

D/E Ratio (Right side)

Ordinary income

(left side)

Actions taken in FY2010～2012


Segment Main Capex

Iron & Steel Introduction of hot metal treatment plant, heat

treatment furnace for steel plate, and a high-efficiency private power generation plant

FY2012～

Iron & Steel Constructed production line for high-strength steel sheet for auto bodies in the U.S. FY2013

Aluminum & Copper

Established a base in China to make automotive aluminum forgings

(Established production locations for suspension parts in three major countries:

Japan, the U.S. and China)

FY2012

Machinery Made capital injection into a maker of large-capacity compressors in China FY2011

Kobelco Construction

machinery

Established Global Engineering Center (GEC) (Optimization of production and development) FY2012

earn stable profits and to meet demand in growing markets


Step to Stable Profits and Business Growth

Rebuilding the Business Foundation

Laying the Foundation for Stable Profits and Business Growth

Stable Profits and Business Growth

FY2012 FY2013 FY2014 FY2015 FY2020 ∬



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Rebuilding the business foundation

to withstand global competition by strengthening the

financial position and competitiveness of each business


1. Strengthening the Profitability of the Steel Business 2. Securing Sales Volume in Growing Sectors and

Regions 3. Improving the Competitiveness of the Company 4. Improving Financial Performance

1. Strengthening the Profitability of the Steel Business


Profit improvement plans for Iron & Steel Business

Equipment investment effects

Cost reduction at production sites

Improving raw material costs

Reduction of fixed costs, etc.

FY2013 Compared

with FY2012

4.0

12.0

8.0

6.0

TTL

FY2015 Compared

with FY2013

19.0

10.0

0.0

1.0

30.0 30.0

TTL Compared

with FY2012

23.0

22.0

8.0

7.0

60.0

(1) Changing the depreciation method 18.0 (2) Inventory valuation, etc. 20.2

TTL 68.2

Iron & Steel Business Ordinary income

FY2012 ▲50.2

FY2013 18.0

Other reasons for increasing profit（FY2012→FY2013）

Amount of an effect (Billion yen)

2. Securing Sales Volume in Growth Sectors and Regions


Emergin

g nation

s

and

North

Am

erica, etc. Growth fields Growth areas “Only One” Products

Creation of New “Only One” Products

Automotive field

Energy field

Natural resources &

environmental fields

◆High-strength steel sheet ◆Special steel wire rod and bar ◆Aluminum panels ◆ Aluminum forgings

◆Marine structures, steel plate and welding materials for energy field ◆Large-capacity compressors, etc.

◆Gas-based direct reduced iron plants ◆FASTMET® ◆Water treatment plants, etc.

◆Compressors ◆Hydraulic excavators ◆Crawler cranes, etc.

Infrastructure field

Materials business

Iron & Steel Maximizing profits by manufacturing high-strength steel sheet for auto bodies in the U.S. and wire rod processing

Aluminum & Copper

Sales expansion by boosting production capacity of bases for aluminum forged products

Machinery business

Machinery Sales expansion by utilizing a Chinese manufacturer

Kobelco Construction Machinery

Secure unit sales in China, Southeast Asia and India Sales expansion in the U.S. and Europe

Engineering Supporting earthquake recovery 12 KOBELCO VISION “ G ”

Machinery business

Materials business

Plan for Securing Sales Volume FY2012

34％

Overseas sales ratio

FY2015

about 40％

FY2013

35％

3. Improving the Competitiveness of the Company


Amount of effect in FY2015 （vs. FY2012）

Labor costs /efficiency improvements

Reduction of F costs

Reduction of V costs

“Monozukuri-ryoku” strengthening

1.0

10.0

15.0

4.0

Labor costs /efficiency improvements ： Pay cuts for executives and managers, increasing work

productivity of staff, etc.

Reduction of F costs ： Reduction of maintenance costs, cutting down expenses, etc.

Reduction of V costs ： Getting competitive quotes, central buying, buying from overseas, etc.

“Monozukuri-ryoku” Strengthening ： Reduction of Quality Failure Cost, promoting energy

savings, etc.

●Actions

TTL 30.0

(Billion yen)

4. Improving Financial Performance


Maximum 1.0 times in or after FY2016 (fiscal discipline is maintained)

D/E ratio

Careful selection of investment

Cash Generation Plan

Reduction of inventory

Promotion of securitization

Selling of assets, etc.

Amount of Cash

40 bn

15 bn

65 bn

Create cash by own efforts TTL about 120 bn

Thoroughness of financial indicator management.

Distribution of funds to growth areas.

Consideration of optimal financing method according to business characteristics.

D/E ratio: About 1.3 times in FY2015

Information sharing in Kobe Steel Group and creation of new “Only One”

products by utilizing technology Strengthening leading‐edge technology and basic technology for maintaining

competitive advantage in the medium to long term

Development of training programs for specialists and global human resources Skill transmission and building a system for the training of engineers


Enhancement of Human Resource Development

Technological Development Strengthening

Going beyond the current framework of the organization, visualization, synergy

from the fusion of technologies Reduction of Quality Failure Cost by thorough management of quality

“Monozukuri-ryoku” Strengthening

Cultivating a compliance-sensitive culture Contributing to local communities and environmental conservation

Enforcement of Compliance and Contributing to Society


For FY2015 （FY2012 actual →FY2015 medium-term plan） exchange rate factor, etc.

FX premise

US$1=¥95

◆ordinary income and loss（bn）

Strengthening the Profitability of the Steel Business： +60bn

Improving the Competitiveness of the Company：+15bn

［Machinery］ Sales expansion in natural resource, environmental & infrastructure fields

[Material] Sales expansion in automotive and energy fields

Securing Sales ２

Improvement in profitability １


Step for Stabilization and Growth


Preparation for Stabilization and Growth

Stabilization and Growth

FY2012 FY2013 FY2014 FY2015 FY2020 ∬

Strengthening the Profitability of the Steel Business

Securing Sales Volume in Growing Sectors and Regions

Improving the Competitiveness of the Company

Improving Financial Performance

Reform Structure of Steel Business

Strategic Expansion of Machinery Business

Expansion of Electric Supply Business



Reform Structure of Steel Business (1) Medium- to Long-Term Business Environment

Japan Steel demand is estimated to gradually decrease, due to the expansion of overseas production and the decrease in population

East Asia Steel supply is estimated to increase, as operations are planned to start up in new steel works located in East Asia

Competition will become more intensified while cost competitiveness will control the future of the steel business


Reform Structure of Steel Business (2) Create Profit by Strengthening Profitability

Steel demand is estimated to decrease, based on medium- to long-term forecast on the trends in Japan and overseas. Further strengthening of cost competitiveness is vital.

Structural Limitations: < Kobe Works > ● Small ｓcale compared with Kakogawa Works ● Not equipped with raw material pretreatment facilities such as coke ovens and sinter plant ● Dependence of Raw Material Supply from Kakogawa Works or outside source < Kakogawa Works> ● Expected Surplus Capacity due to the Demand Decrease

・Shut down upstream production mills - Blast Furnace, Hot-Metal Pretreatment, Ladle Refining, Continuous Casting, Blooming, etc.

・Continue downstream operations - Wire & Bar Rolling


Reform Structure of Steel Business (3)

Kobe Works

Kakogawa Works

・Cover the capacity reduction at Kobe Works by increasing upstream operations ・Increase the production of intermediate products to Kobe Works - Construct new Continuous Bloom Caster and Ladle Refining Equipment

- Increase production capacity of Bloom Mill, transfer capability of intermediate products

Upstream production at Kobe Works will be transferred around FY2017 to Kakogawa Works, which has cost advantage in

ironmaking and steelmaking.

Expected Investment Amount will be JPY50 billion


Reform Structure of Steel Business (4) ◆ Strengthening cost competitiveness through process transfer to Kakogawa Works

→ Cost reduction in ironmaking process (Improvement in tapping ratio of molten iron, reduction of coking cost, etc.) → Cost reduction in steelmaking process (Reduction of consumption ratio in steelmaking) → Other cost reductions (Improvement in utility efficiency, reduction of fixed costs) ◆ Quality improvement and strengthening delivery capability by utilizing the new, state-of-the-art continuous caster and refining equipment

◆ Expansion of sales and profit through total cost reduction

◆ Sales expansion of “Only One” products (Special steel wire rod & bar, automotive high strength steel sheet, heavy steel plate for energy sector)

Return on Process Transfer & Equipment Investment: More than JPY15 billion/year


Reform Structure of Steel Business (5) 第３高炉溶銑処理転炉第３連鋳第３分塊棒鋼ミル

溶鋼処理第５連鋳第７線材ミル

溶鋼処理第２連鋳第８線材ミル第２分塊第２高炉溶銑処理転炉

ブルーム連鋳

第３連鋳薄板ミル

第４連鋳No.1ｽﾄﾗﾝﾄﾞ

第３高炉

溶鋼処理

神戸製鉄所

＊第３分塊は

一部稼働

（能力増強）（増設）

（新設）

加古川製鉄所

内容積

2,112㎥

内容積

5,400㎥

＊主原料は購入、横持ち 2017年度を目処に休止予定

第４連鋳No.2ｽﾄﾗﾝﾄﾞ

厚板ミル第１分塊

Kobe Works

No.3 BF pretreatment LD converter Ladle refining No.3 CC No.3 Blooming Bar mill

Ladle refining No.5 CC No.7 Wire rod mill

Volume 2,112m3

Volume 5,400m3

Volume 4,500m3

No.2 BF

No.3 BF

pretreatment LD converter Ladle refining

install

No.2 CC

build up

No.2 Blooming No.8 Wire rod mill

install

New CC

No.3 CC

No.4 CC #1 & #2 str. Slabbing

Hot strip mill

Plate mill

Kakogawa Works

Aiming at fiscal 2017, Kobe plans to shut down the upstream equipments.

Growth Markets

Business Expansion in Growth Markets


Emergin

g nation

s

and

North

Am

erica, etc. Growth Fields Growth Areas

Automotive field

Energy field

Natural resources &

environmental fields

Infrastructure field

Created by new “Only One” products and services

Alliances, M&A


Strategically Expanding the Machinery Business

Establishment of optimal global production network (with bases in Japan, China, Thailand & India), which utilizes GEC

Reenter the European and North American markets (previously CNH’s territories) and recapture market share

Kobelco Construction Machinery Play active role from Asia as true global Company.

Maximize opportunities in shale gas revolution

Strengthen the competitiveness of MIDREX® Process, and maximize orders. (North America and Russia)

DRI process

Nonstandard compressor production bases in Japan, the U.S., and China. Active expansion of the compressor business, aiming at global deployment through M&As, tie-

ups, etc.

Compressor Business Global business covering Asia, America, and Europe


Binary cycle power generation and steam electric generation Product line-up for hydrogen stations for automobiles Materials and welding consumables for reactors and marine structures

Automotive lightweighting

Next-generation cars (Engine, HV/EV)

Energy Fields

Promotion of technical fusion

by project activities across the Kobe Steel

Group Power train components Material for fuel cells

Steel-Aluminum => Hybrid-Materials Multi Materials (High strength steel, aluminum panels)

Promote Project Activities Across the Kobe Steel Group


To expand the power supply business as a stable profit base, taking advantage of

management know-how.

For over half a century, we have been operating our own inhouse generation facilities. GTCC power generation equipment using blast furnace gas is under operation at Kakogawa

Works. We are managing the IPP business through Shinko Kobe Power Inc.

Scale Fuel Plant

Shinko Kobe Power Inc. 1.4MW Coal Boiler-turbine

In-house Power Generation (Kakogawa & Kobe Works)

About 0.6MW

Byproduct gas Heavy oil, LPG, LNG ,etc.

Boiler-turbine and Gas-Turbine Combined Cycle(GTCC)

We’ve accumulated many years of know-how in power generation. We have experience in using coal and gas as fuel. We operate boiler turbines, GTCC

systems and other equipment. We have even undertaken plant construction.

Electricity produced

Shinko Kobe Power Inc. Expand the Power Supply Business(1)


Kobe Steel will also study the possibility of using the land made available after shutting down the blast furnace at Kobe Works for the power supply business.

Japan’s first power station to be located inland in Moka, Tochigi Prefecture （Start-up of operations is targeted to commence between 2019 and 2021.）

Total Generation Capacity Method of Generation Fuel

about 1.4 million kW GTCC City Gas

The U.S. Government has permitted the export to Japan of natural gas including shale gas. The price of fuel for power generation will come down.

This will contribute to social requests such as distributed power supplies inland and local economic development

This power station will cover about 40% of the demand for electricity in Tochigi Prefecture.

Expand the Power Supply Business (2)


Considerations for Management Platform

Consider the best management platform to meet

changes in the business portfolio

Materials Machinery

Power Supply

KOBELCO VISION “ G ” 30

Establishing a Stable Profit Base

Reform Structure of Steel Business

Expansion of Power Supply Business

Strategic Expansion of Machinery Business

Promoting Project Activities Across the Kobe Steel Group

1. Strengthening the Profitability of the Steel Business 2. Securing Sales Volume in Growing Sectors and

Regions 3. Improving the Competitiveness of the Company 4. Improving Financial Performance

Rebuild the Business

Foundation

Focusing on Growth Markets

Stable Profits and Business Growth

Ensuring Safety and Disaster prevention Corporate Culture with an Enhanced Sense of Compliance and Self-discipline

Steps to Achieve KOBELCO VISION “ G ”

Considerations for Management Platform

KOBELCO VISION “ G ” 31

Company's Performance in Coming 10 Years

D/E Ratio (Right side)

Ordinary Income

(left side)

◆Ordinary Income（billion yen & D/E ratio (times))

Aiming to achieve D/E ratio of 1.0 from FY2016

onwards

Dividend Policy


[Dividend Rate：15%-25% of consolidated net income as a rough indication]

Dividends remain stable and continuous

Making decisions comprehensively considering the following:

① Actual results and dividend rate ② Future investments and financial standing

Aiming to Resume Dividend Early


(Appendix)

Actions by Business Segment



Iron & Steel Business

Return the Iron & Steel Business to profit in fiscal 2013 through effective capital investments and the results of numerous cost reduction measures.

Maximize sales volume by strengthening responses to the local procurement needs in overseas markets for special steel wire and rod, expanding sales of steel plate for the energy sector, and establishing a global supply network (in North America and China) for automotive high strength steel.

Strengthen the aerospace sector and other fields in the titanium business.

Offering Competitive Technologies and Products, Maximizing Individuality


Welding Business

Strengthen the competitiveness of the domestic welding business. (Shift to an optimum production structure.)

Maximize sales in the ASEAN region and in the energy and offshore structure fields.

Promote welding solution development.

The Most Trusted Welding Solution Company


Aluminum & Copper Business

Consider a global supply network for automotive aluminum panel material.

Strengthen the Japan-U.S.-China supply network by increasing North American production capacity of aluminum forgings.

Expand sales of alloys for automotive terminals.

One of the Most Profitable Companies in the Industry


Machinery Business

Promote global expansion of the compressor business.

Strengthen “monozukuri-ryoku” (manufacturing capabilities) across the entire Machinery Group.

Accelerating Globalization with Japan at the Core


Engineering Business

Strengthen the competitiveness of the MIDREX® Process and maximize orders.

Contribute to earthquake reconstruction work.

Achieve early stable operation of the Minnesota ITmk3® plant. Plan for future projects.

Becoming a High-profit Business Utilizing Original Technology


Kobelco Eco-Solutions

Strengthen the domestic business foundation.

Take the initiative in project-making for the water treatment business in the growing ASEAN region.

A global Company with a Presence in Environmental and Energy Fields Offering Distinctive Process Hardware and Services


Kobelco Construction Machinery

Reenter the European and North American markets (previously CNH’s territories) and establish a global brand.

Establish a well-balanced, strong business structure that is unaffected by demand trends in China

Strengthen design and development capabilities of the Global Engineering Center in Itsukaichi, Hiroshima, “monozukuri-ryoku” (manufacturing capabilities), and the supply chain.

Building a Business that has Flexibility and Resilience to Deal with the Changing Business Environment


Kobelco Cranes

Carry out cost reductions and eliminate inefficiency by innovation in production.

Contribute to domestic earthquake reconstruction work, and maximize unit sales in North America and Southeast Asia.

The Top Manufacturer of Lattice-Boom Crawler Cranes in the World

※LBCC : Latticed Boom Crawler Crane

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THE KOBE STEEL GROUP’S CORPORATE PHILOSOPHY

1. We provide reliable and advanced technologies,

products and services that satisfy customers.

2. We support each employee in developing his or

her abilities, while respecting mutual cooperation

within the Kobe Steel Group.

3. Through continuous efforts for innovative change,

we aim to enhance our corporate values.

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Cautionary Statement • Certain statements in this presentation contain forward-looking statements

concerning forecasts, assertions, prospects, intentions and strategies. The decisions and assumptions leading to these statements were based on information currently available to Kobe Steel. Due to possible changes in decisions and assumptions, future business operation, and internal and external conditions, actual results may differ materially from the projected forward-looking statements. Kobe Steel is not obligated to revise the forward-looking contents of this presentation.

• Uncertain and variable factors include, but are not limited to: – Changes in economic outlook, demand and market conditions – Political situation and trade and other regulations – Changes in currency exchange rates – Availability and market conditions of raw materials – Products and services of competing companies, pricing policy, alliances, and

business development including M&As – Strategy changes of alliance partners

Fiscal 2013-2015 Medium-Term Business Plan · Fiscal 2013-2015 Medium-Term Business Plan ... power consumption and cost ... Made capital injection into a maker of large-

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